Global Elite Awards had the pleasure of speaking with Ahmed Alajmi, CEO of Takara Hospitality Group, following the group’s remarkable triple recognition at the Global Elite Awards 2026, with TAKARA named Leading Japanese Authentic Fine Dining Restaurant, Sold Out named Leading Burger Restaurant Chain, and Ziba named Leading Persian Dining Restaurant. In our conversation, Ahmed shared the philosophy behind the group, the thinking that defines each of its three brands, his approach to leadership and people development, and the vision guiding THG’s next chapter in Saudi Arabia and beyond.
Building a Portfolio of Distinct Hospitality Brands
For Takara Hospitality Group, portfolio growth has never been about repeating a single formula. Every concept has had to earn its own place with its own identity, its own guest, and its own reason to exist.
“Every concept must have a clear identity, a particular guest in mind and, most importantly, a reason to exist. TAKARA, Ziba and Sold Out serve different occasions and expectations. That difference is intentional,” Ahmed shares.
What connects the three brands, Ahmed explains, is not the cuisine or the service style but a shared discipline around quality, service, and what people genuinely value in a dining experience. In his view, that is what makes a hospitality brand last.
“I believe a strong brand needs more than a good concept. It needs a clear identity, a strong team and the ability to deliver on its promise every day. That is how we aim to build brands that last,” he explains.
Saudi Arabia and the Road to Global Growth
Saudi Arabia, Ahmed believes, is creating a rare window for homegrown hospitality brands. The next chapter is not only about bringing international concepts into the Kingdom but about building Saudi brands capable of succeeding in the world’s most demanding markets.
“Saudi Arabia is creating exciting opportunities for homegrown hospitality brands. I believe the next stage of growth is not only about bringing international concepts into the Kingdom, but also about developing Saudi brands that can succeed in other markets,” Ahmed shares.
At THG, that ambition is already shaping the group’s medium-term map. The team is building on what has been established at home and looking to markets such as Dubai, London, and New York, with the patience that any serious international move demands.
“This takes time, careful planning and a clear understanding of each market. Our focus is on building strong brands at home that have the potential to grow beyond the Kingdom,” he explains.
What Makes a Hospitality Concept Work for the Long Term
Every new concept at THG begins with the guest, not with the cuisine or the aesthetic. Ahmed treats each launch as a disciplined set of questions before it ever becomes a restaurant.
“Every concept starts with understanding the guest. Who are we serving? What are they looking for? And why would they choose us over another restaurant? We consider the market, customer expectations, pricing and the business model before moving forward,” Ahmed shares.
Only once those answers are clear do the menu, design, and service begin to come together to deliver the experience the brand will be known for.
“An idea may attract attention, but long-term success comes from getting the fundamentals right. A successful concept must appeal to its audience, make business sense and give people a reason to return,” he explains.
Three Brands, Three Audiences: TAKARA, Ziba, and Sold Out
Each of THG’s three award-winning brands occupies a very different place in the hospitality landscape, and Ahmed speaks of each with the care of a custodian rather than a corporate operator.
TAKARA, established in 2019, was the starting point of the group’s journey, a refined Japanese fine-dining concept defined by careful attention to cuisine, service, and the details that shape the overall experience. Ziba, its Persian fine-dining counterpart, brings Persian cuisine to life through a contemporary approach that respects culinary heritage while offering guests an experience that feels relevant, welcoming, and distinctive. Sold Out, by contrast, is a 90s-inspired burger and casual-dining concept defined by playful personality, consistency, and an uncompromising focus on the burger itself.
“Sold Out takes inspiration from the 90s, combining a playful identity with a focus on burgers and casual dining. Its personality helps it stand out, but the product, value and consistency are what encourage guests to return,” Ahmed shares.
“Each brand speaks to a different audience. Our focus is to understand those differences and build each one in a way that stays true to its identity,” he explains.
A Leadership Approach That Adapts to Every Brand
Leading a multi-brand group, Ahmed believes, requires rejecting the idea that one approach fits every business. TAKARA and Sold Out have very different guests, service styles, and daily realities, and each team needs direction calibrated to its brand.
“I believe leadership starts with setting clear expectations, building trust and giving people the support to do their jobs well. It also means holding ourselves accountable for the decisions we make,” Ahmed shares.
His own role, as he describes it, is to guide the business, bring the right people together, and help teams make strong decisions.
“Strong leadership is about giving people direction while allowing them the space to take ownership and grow,” he explains.
Developing the People Who Will Shape THG’s Future
For Takara Hospitality Group, the growth of the business and the growth of its people are inseparable. Ahmed is clear that as the group develops, the environment must allow its teams to develop with it.
“We want to create an environment where people can learn, take on greater responsibilities and progress in their careers. This means recognizing their strengths, supporting their development and giving them opportunities to contribute,” Ahmed shares.
That belief shapes how the group is built from the inside, with no reliance on a single individual at the top.
“The success of a business should not depend on one person alone. It should come from a team that understands its role, works well together and takes responsibility for maintaining the standards guests expect. Building that kind of team is essential to our future,” he explains.
A Guest Experience That Earns the Return Visit
Every brand under THG is held to the same measure: delivering an experience that reflects what it stands for and gives the guest a reason to return. A visit to TAKARA and a visit to Sold Out will feel entirely different, but both must leave a guest with the sense of having made the right choice.
“The experience goes beyond the menu or the setting. It includes how guests are welcomed, the quality of the service, and whether the visit meets their expectations,” Ahmed shares.
For Ahmed, the most meaningful signal that a brand is working is the return visit and the recommendation that follows it.
“When guests return and recommend us to others, it shows that we are delivering something they genuinely value,” he explains.
Plans for 2027 and Beyond
Looking ahead to 2027, Takara Hospitality Group is focused on growing carefully while strengthening the brands it has already built.
“Our plans include continuing to develop Sold Out, pursuing TAKARA’s planned expansion into Riyadh and Jeddah, and considering new concepts where the right opportunity exists,” Ahmed shares.
That growth will only move at the pace the group’s teams, systems, and operations can genuinely support, with the quality of the guest experience protected at every stage.
“Growth should strengthen the business and protect the experience that guests expect from each brand,” he explains.
The longer-term ambition is to build Saudi-born hospitality brands with the identity, quality, and operational strength to be recognised internationally.
“Our priority is to grow at the right pace, make sound decisions, and build a business that continues to create value over time,” Ahmed shares.
Setting the Standard for Saudi-Born Hospitality
Takara Hospitality Group’s triple recognition at the Global Elite Awards 2026 is a tribute to a group that has refused to repeat itself and has instead built three distinct worlds, each with its own soul, standards, and ambition. Under Ahmed Alajmi’s leadership, THG stands as a reminder that the strongest hospitality groups are built on individuality, discipline, and a long-term commitment to the people and guests behind every brand.
For guests seeking refined Japanese fine dining at TAKARA, a contemporary celebration of Persian heritage at Ziba, or the bold, fun-first burger experience at Sold Out, Takara Hospitality Group continues to set the standard for what Saudi-born hospitality can achieve on the international stage.
